Sandler Rule #13: No Mind Reading скачать в хорошем качестве

Sandler Rule #13: No Mind Reading

Get the best-selling book or companion online course here: https://shop.sandler.com/online-cours... Hi, it's Dave. This is rule number 13, No Mind Reading. What does that mean? Well, sometimes we're going a thousand miles a minute and we fill in the blanks when people are talking to us, or our experience says, I've heard this problem or what they're going to say for a million times for the last 25 years, and then you just fill in the blanks for them. When you do that, when you make those assumptions, you are going to blow it. There is an awful lot that you could learn by just trying to figure out what did they really mean, right? What did they really do? So think about a psychologist. They ask a ton of questions. "I'm having problems at home." "Well, do this, this and this." No, that's called malpractice. You know what they do? They don't mind read. "Well, tell me more about that. What does it look like? Help me understand." And these are the phrases that I want you to use. "Help me understand what that means when you say that. Hey, I'm a little confused when you said X, Y, and Z. You must be telling me that for a reason." I love those lines. Why? Because I'm not going to mind read. I'm not going to assume I know what they're talking about. So the next time somebody says, "Hey, I'm working with one of your competitors." Don't mind read. Don't start defending why you're better. Ask a couple of questions. "Well, I appreciate the transparency. Help me understand why you just brought that up," and then they go on. They're going to tell you things like, "Well, we've been working there for years." Right? "Okay. Why would you even switch if at all?" "Well, we wouldn't switch unless you had something so awesome that it was compelling for us to move." "Well, like what?" "Well, they are having a problem with quality. We have a high reject rate," blah, blah, blah, it goes on. But you have just peeled back the onion by asking questions and not jumping in to say, "Oh, they said they are working with a competitor, therefore I must defend. I must show how wonderful I am." They didn't care about that. Over here, remember, the problem that the prospect brings you is often not the real issue. Don't solve symptoms, solve problems. You only can do that through no mind-reading.